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UNIVERZITET U BEOGRADU Tehnički fakultet u Boru Odsek za menadžment MAJSKA KONFERENCIJA O STRATEGIJSKOM MENADŽMENTU STUDENTSKI SIMPOZIJUM O STRATEGIJSKOM MENADŽMENTU ZBORNIK RADOVA ISBN:978-86-80987-77-4 Kladovo, 30. maj – 01. jun 2010. god. Majska konferencija o strategijskom menadžmentu, 30 maj - 01 jun 2010, Kladovo, Srbija Naučni odbor - Scientific Board (SB) Konferencije: Prof. dr Živan Živković, University of Belgrade, Technical faculty in Bor, Management Department, President of the SB. Prof. dr Aljaž Ule, University of Amsterdam, Faculty of Economics and Business, CREED - Center for Research in Experimental Economics and political Decision-making, The Netherlands, vice-president of the SB . Članovi SB-a: Prof. dr Darko Petkovic, University of Zenica, Bosnia and Herzegovina Prof. dr Peter Schulte, Institute for European Affairs, Germany Prof. dr Michael Graef, University of Applied Sciences Worms, Germany Prof. dr Jaka Vadnjal, GEA College Ljubljana, Slovenia Prof. dr Petar Jovanović, Faculty of the organizational sciencies (FON); Belgrade Prof. dr Dragana Živković, University of Belgrade, Technical faculty in Bor Prof. dr Geert Duysters, ECIS (Eindhoven Centre for Innovation Studies), Eindhoven University of Technology, Eindhoven, The Netherlands Prof. dr Michale. D. Mumford, The University of Oklahoma, USA Prof. dr John. A. Parnell, School of Business, University of North Carolina-Pembroke, Pembroke, USA Prof. dr Antonio Strati, Dipartimento di Sociologia e Ricerca Sociale, Universities of Trento and Siena, Italy Prof. dr Milorad Banjanin, Faculty of technical sciencies, Novi Sad Prof. dr Radomir Bojković, Faculty for industrial management, Kruševac Prof. dr Ljubiša Cvetković, Technological faculty, Leskovac Doc. dr Aca Jovanović, University of Belgrade, Technical faculty in Bor Prof. dr Rajesh Piplani, Center for Supply Chain Management, Nanyang Technological University, Singapore Prof. dr Musin Halis, University of Sakarya, Business and Administration Faculty, Serdivan, Turkey Prof. dr Rekha Prasad, Faculty of Management Studies, Banaras Hindu University, India Prof. dr Ofer Zwikael, School of Management, Marketing and International Business ANU College of Business and Economics The Australian National University, Australia 2 Majska konferencija o strategijskom menadžmentu, 30 maj - 01 jun 2010, Kladovo, Srbija Organizacioni odbor konferencije: Doc. dr Ivan Mihajlović, predsednik, Doc. dr Snežana Urošević, zamenik predsednika Organizacionog odbora Dr. Ivan Jovanović, zamenik predsednika Organizacionog odbora Đorđe Nikolić PhD student, zamenik predsednika Organizacionog odbora MSc. Milijić Nenad, PhD student, zamenik predsednika Organizacionog odbora Organizacioni odbor studenata: MSc. Isidora Đurić - asistent, dipl. ing. – student doktorskih studija Tamara Rajić, student magistarskih studija 3 SADRŽAJ: THE OVERVIEW OF FAMILY FIRM MANAGEMENT RESEARCH IN SLOVENIA Jaka Vadnjal, Tina Kociper, Marina Letonja PLAN IZVODJENJA PROJEKTA - VAŽNA FAZA REALIZACIJE INVESTICIONOG PODUHVATA Aca Jovanović MUNICIPALITIES CONTRIBUTION IN SUSTAINABLE DEVELOPMENT AS A PART OF THE PHILOSOPHY FOR SUSTAINABLE DEVELOPMENT: HUMANISTIC PARADIGM OF EXISTENCE Aleksandra Sinadinovska-Shumar, Dejan Donev ISPITIVANJE KVANTITATIVNIH POKAZATELJA REZULTATA NAUČNO-ISTRAŽIVAČKOG RADA NA PRIMERU TEHNIČKOG FAKULTETA U BORU Dragana Živković, Živan Živković, Aleksandra Mitovski, Milan Antonijević, Desimir Marković INOVACIJE IKT U FUNKCIJI UNAPREĐENJA MENADŽMENTA POSLOVNOG SISTEMA Ana Skorup, Milan Krstić, Radomir Bojković RAZVOJ MENADŽERSKIH KOMPETENCIJA KORPORATIVNIM UČENJEM NA DALJINU M., Krstić, R., Bojković, B., Milosavljević EXPLORING THE HEART OF DARKNESS: RECIPROCITY AS MANAGERIAL COMPETENCE André Bleicher, Roald Steiner ZNAČAJ MENJANJA ORGANIZACIONE STRUKTURE KA TIMSKOM RADU Borislav Kolarić, Slobodan Radojčić KARAKTERISTIKE VISOKOPRODUKTIVNIH TIMOVA Borislav Kolarić, Slobodan Radojčić PROFITABILNOST BANKARSKOG SEKTORA UTVRĐEN SA KAMATNOJ MARGINI U KORELACIJI SA KVALITETOM BANKARSKOG PLASMANA Stevčo Dimeski, Miroslav Gveroski, Aneta Risteska UPRAVLJANJE LANCIMA SNABDEVANJA – POSLOVNI ODGOVOR NA GLOBALIZACIJU ROBNIH I INFORMACIONIH TOKOVA Dalibor Bubnjević MODEL UPRAVLJANJA PORTFOLIOM PROJEKATA Biljana Madić, Ivan Mihajlović, Aca Jovanović 5 17 18 23 23 25 33 33 44 55 62 72 PROCES UPRAVLJANJA PORTFOLIOM PROJEKATA, Biljana Madić, Ivan Mihajlović, Milorad Banjanin RAZVOJ INTEGRISANOG MODELA UPRAVLJANJA ZNANJEM ZA STRATEGIJSKE TEHNOLOGIJE Dragoslav Nikolić, Vojkan Nikolić THE OUTSOURCING AS A STRATEGIC DECISION IN SMEs Lyudmila Mihaylova, Emil Papazov THE NEW REALITY FOR TODAY'S ORGANIZATIONS Branislav Djordjevic EMOCIONLNA INTELIGENCIJA – STA TO ZNACI? Branislav Djordjevic, Slavomir Miletic THEORETICAL APPROACH FOR IDENTIFYING THE LINKS BETWEEN THE STRATEGIC HUMAN RESOURCE MANAGEMENT AND THE VALUE OF THE COMPANIES Kristina Bocevska, Marjan Bojadziev RACIO ANALIZA BITAN FAKTOR KVALITETNOG ODLUČIVANJA PORTFOLIO MENADŽERA Aleksandar Dogandžić OBRAČUN I ANALIZA BERZANSKIH INDEKSA U REGIONU U FUNKCIJI OPTIMALNIH INVESTICIONIH ULAGANJA FINANSIJSKOG MENADŽMENTA Aleksandar Dogandžić MOTIVACIJA ZA (NE)ULAZAK U PRIVATNO PREDUZETNIŠTVO NA PRIMERU MLADIH U DOBOJU (REPUBLIKA SRPSKA) Aleksandar Janković NEOPHODNOST UVOĐENJA STRATEGIJSKIH PROMENA U SAVREMENIM USLOVIMA POSLOVANJA Dragan Mihajlović, Dalibor Miletić Anđelija Plavšić EDNOSNI SADRŽAJ RAČUNOVODSTVENIH INFORMACIJA SA ASPEKTA MENADŽMENTA Slađana Perović, Dragan Mihajlović, Biljana Ilić POSLOVNE PERFORMANSE U RUDARSTVU, PROBLEM MOTIVACIJE I RIZIK Slobodan Radosavljević, Milan Radosavljević PRIMENA SISTEMA KVALITETA U RUDARSTVU, MOGUĆE GREŠKE, NEKA ISKUSTVA EKSTERNOG AUDITA Slobodan Radosavljević, Milan Radosavljević PROMOCIJA TURISTIČKIH POTENCIJALA RURALNIH SREDINA Branislav Živković, Dragan Mihajlović MODULARNI SISTEM PROIZVODNJE ODEĆE PO MERI Danijela Paunović, Gordana Čolović 83 96 103 112 125 126 130 137 145 155 163 173 183 190 201 PRIMENA KOMBINOVANE AHP I PROMETHEE METODE ZA IZBOR OPTIMALNE METODE OTKOPAVANJA U RUDNIKU Dejan Bogdanović, Ivana Ilić, Đorđe Nikolić POSLOVNI I PERSONALNI VREDNOSNI KRITERIJUMI PREDUZETNIKA I MENADŽERA MALIH I SREDNJIH PREDUZEĆA Dragan Dukić, Tatjana Milivojević, Svetlana Vukotić PERSPEKTIVE FUNKCIONISANJA DOMAĆIH PREDUZEĆA U USLOVIMA GLOBALNE KONKURENCIJE Gordana Prlinčević , Dragana Đurić, Dejan Đurić ULOGA I ZNAČAJ MERENJA KLJUČNIH POKAZATELJA PERFORMANSI (KPI) Dragana Velimirović, Milan Velimirović, Rade Stanković ULOGA REVIZIJE U UNAPREĐENJU MENADŽMENTA MALOPRODAJNIH KOMPANIJA Dragana Vojteški Kljenak TOTALNO UPRAVLJANJE KVALITETOM (TQM) – FORMULA ZA 21 VEK Dragica Stojanović, Miroslava Marić A STRATEGIC APPROACH TO ESTABLISH PAY EQUITY DA POSALJE Elena Panova ŽIVOTNI CIKLUS PROJEKTA Gabrijela Božinović, Violeta Jovanović UPRAVLJANJE LJUDSKIM RESURSIMA U OBRAZOVANJU Goran Manojlović, ULOGA I ZNAČAJ DATABASE MARKETINGA U RAZVOJU POSLOVANJA Ivana Domazet, Jovan Zubović, Ivan Stošić IZAZOVI UPRAVLJANJA KVALITETOM (QoS) WEB SERVISA Ilija Hristoski, Pece Mitrevski KONKURENTNOST KAO KLJUČ USPEHA PREDUZETNIŠTVA U SRBIJI Ivan Božović, Jelena Božović OSNOVNE GRUPE STEJKHOLDERA I NJIHOV UTICAJ NA TOP MENADŽMENT KOMPENZACIJE Ivana Marinović Matović INFORMACIONE TEHNOLOGIJE U BANKARSKOM POSLOVANJU Jelena Božović 207 220 231 239 250 262 271 272 281 292 303 315 323 334 APELI KAO OSNOV STRATEGIJE POZICIONIRANJA NA DEČIJEM TRŽIŠTU Jelena Filipović, Aleksandar Đorđević KVALITET USLUGA KAO NOVA PARADIGMA KONKURENTNOSTI Jelena Premović, Stojan Drašković STRATEGIJSKO PRILAGOĐAVANJE PROMENAMA U OKRUŽENJU I FORMULA USPEHA PREDUZEĆA Kristina Cvetković MERENJE INOVATIVNE EFIKASNOSTI PREDUZEĆA U SRBIJI Ljiljana Arsić, Zoran Milićević INOVACIJA VREDNOSTI KAO OSNOV ZA RAZVOJ STRATEGIJE PLAVOG OKEANA Ljiljana Arsić, Srećko Milačić, Nebojša Djokić PEROSONALIZACIJA KAO AKCIONA KOMPONENTA ORGANIZACIJE Ljubodrag Ranković, Sloboda Prokić, Andrija Kostić STRATEGIJSKI I TAKTIČKI ASPEKTI REPOZICIONIRANJA OBRAZOVNIH USLUGA Andrija Kostić, Sloboda Prokić, Ljubodrag Ranković STRATEŠKA ULOGA SLUŽBE ZA LJUDSKE RESURSE U OSTVARIVANJU ORGANIZACIONE EFIKASNOSTI – CASE STUDY: USLUŽNE DJELATNOSTI U BOSNI I HERCEGOVINI Mile Vasić PRIMENA TEORIJE IGARA U PROCESU DONOŠENJA MENADŽERSKIH ODLUKA Milena Boškoska, Ilija Hristoski DEKLARACIJA PROIZVODA ŠIROKE POTROŠNJE KAO SASTAVNI DEO INTEGRISANOG SISTEMA LOGISTIKE Milica Niculović STRATEGIJA DONOŠENJA ODLUKA NA OLIGOPOLSKOM TRŽIŠTU Milica Radović, Aleksandar Vasiljević, Miodrag Koprivica RIZIK ODLUČIVANJA Milica Radović, Aleksandar Vasiljević, Miodrag Koprivica OHSAS 18000 – ISKUSTVA PROIZVODNIH KOMPANIJA Nenad Milijić, Ivan Mihajlović POVEĆANJE NIVOA KVALITETA USLUGA U BANKARSKIM SISTEMIMA KORIŠĆENJEM INFRASTRUKTURE JAVNIH KLJUČEVA Miloš M. Marinović, Ivana M. Marinović Matović 346 356 367 376 386 398 403 411 421 432 441 447 456 467 STRATEŠKI PRAVCI UNAPREĐENJA TEHNOLOŠKIH PROCESA PODZEMNE EKSPLOATACIJE U AKTIVNIM RUDNICIMA UGLJA SRBIJE Mirko Ivković UPRAVLJANJE PROJEKTOM UVOĐENJA ERP REŠENJA U PREDUZEĆU“SITNICA“ NA OSNOVU KLJUČNIH FAKTORA USPEHA Nebojša Denić INOVACIJE U USLUŽNOM SEKTORU NASPRAM INOVACIJA U PROIZVODNOM SEKTORU Nebojsa Zakic, Milan Stamatović, Snežana Urošević ANALIZA INDEKSA SISTEMSKOG RIZIKA (β) ZA PRIMJENU CAPM-A Jelena Poljašević, Nedeljko Gligorević UPRAVLJANJE FISKALNIM PRIHODIMA U PROCESU FISKALNE DECENTALIZACIJE U SRBIJI Olivera Đurić PRIVATIZATION OF NIGERIAN TELECOMMUNICATION LIMITED (NITEL): PLAYING POLITICS AT THE EXPENSE OF NATIONAL ECONOMIC DEVELOPMENT Oghojafor, B.E.A., Okonji, P.S., Olayemi, O.O., and Okolie, J.U. STRATEŠKI ASPEKTI UČEĆIH ORGANIZACIJA Milan Stamatović, Olja Arsenijević, Danijel Kadarjan UPRAVLJANJE MARKETINGOM KAO POSLOVNOM MARKETING MENADŽMENT Petronije Jevtić MENADŽMENT POSLOVNOM FUNKCIJOM KADROVANJE Petronije Jevtić KVALITET KAO STRATEGIJSKO OPREDELJENJE Dragana Velimirović, Rade Stanković, Dragan Lazarević STRATEGIJSKI IZBOR Petronije Jevtić DONOŠENJE ODLUKA U MENADŽMENTU Petronije Jevtić PROCENA STEPENA PRILAGOĐENOSTI RAZVOJA RESURSA U SAVREMENOJ INVESTICIONOJ IZGRADNJI Predrag Mihajlović EKSPLOATACIJA GEOTERMALNE ENERGIJE U SRBIJITEHNO-EKONOMSKA ANALIZA Predrag Mihajlović, Ljiljana Mihajlović 475 483 491 501 508 515 521 529 537 551 558 565 571 572 MARKETING KONCEPT U FUNKCIJI MENADŽMENTA PROIZVODNO-POSLOVNOG SISTEMA Ljiljana Mihajlović CILJNA JAVNOST I KORPORACIJSKI IMIDŽ Ljiljana Mihajlović ODRŽIVI PRIVREDI RAZVOJ ZASNOVAN NA OBNOVLJIVIM IZVORIMA ENERGIJE Ljiljana Mihajlović ULOGA LIDERA U INOVATIVNOJ ORGANIZACIJI Sanja Dobričanin, Srećko Milačić, Nebojša Djokić KAKO VREDNOST BRENDA KREIRA VREDNOST I ZA KUPCA I ZA PREDUZEĆE Slavomir Miletić, Milica Ničić STRATEGIJA KAO FAKTOR ORGANIZACIONOG DIZAJNA Radmila Micić EMOCIONALNO KOMPETENTNI RUKOVODIOCI U SAVREMENOM POSLOVNOM AMBIJENTU Snežana Mihajlov, Dragan Turanjanin ASPEKTI PROCESA UPRAVLJANJA U MALIM I SREDNJIM PREDUZEĆIMA Snežana Urošević, Dejan Đorđević UTICAJ TQM PRAKSE NA ZADOVOLJSTVO I LOJALNOST ZAPOSLENIH Arsić Milica, Snežana Urošević, Ivan Mihajlović, Živan Živković ISPITIVANJE ZADOVOLJSTVA RAZLIČITIH GRUPA ZAPOSLENIH U PROIZVODNIM KOMPANIJAMA Arsić Milica, Snežana Uroševića MANAGING THE OUTSOURCING ACTIVITIES IN BALKAN ECONOMIES Spire Lazaroski, Tatjana Dzaleva KORPORATIVNA DRUŠTVENA ODGOVORNOST KAO ELEMENAT POSLOVNE IZVRSNOSTI U FUNKCIJI ODRŽIVOG RAZVOJA Sonja Gogin , Džejn Paunković EXPLORING THE NEED FOR EMOTIONAL INTELLIGENCE IN RETAILING Abhiruchi Singh PRIMENA MOTIVACIONIH STRATEGIJA U UPRAVLJANJU LJUDSKIM RESURSIMA Žikić Srdjan, Jane Paunkovic, Vesna Baltazarevic PRILOG STRATEGIJI RAZVOJA ENERGETIKE SRBIJE SEGMENT: SOLARNA ENERGETIKA Stanka Đurić 572 573 574 574 581 589 598 607 614 623 631 639 645 654 660 ODRŽIVA PERSPEKTIVA ENERGIJE U SVETU Ljiljana Mihajlović, Stanka Đurić ELEMENTI OKRUŽENJA NA MEĐUNARODNOM TRŽIŠTU Svetlana Trajković UPRAVLJANJE MARKETINGOM U POKRETNIM SLIKAMA Svetlana Trajković, Ljiljana Mihajlović SUPERIORNA KONKURENTNOST PREDUZEĆA KROZ PROCES STRATEGIJE RAZVOJA Dragan Mihajlović, Suzana Živković UPRAVLJANJE GRANIČNIM TROŠKOVIMA THE MANAGEMENT OF MARGINAL COSTS Radmilo Nikolić, Aleksandra Fedajev, Dejan Riznić, Vidoje Stefanović ZRADA MATEMATIČKOG MODELA ZA OPTIMIZACIJU SASTAVA ŠARŽE ZA PIROMETALURŠKI PROCES DOBIJANJA BAKRA Ivan Jovanović, Predrag Stanimirović, Živan Živković MOGUCNOSTI ZA RAZVOJ INOVATIVNIH MSP U SRBIJI Anita Alić STANDARDI ZA FIZIČKE I LOGIČKE INTERFEJSE AKTIVNIH RFID SENZORA Slađana Ilić, Milorad K.Banjanin, , Igor Lazarević MIND MAPPING FOR BUSINESS PLANNING AND MARKETING PLANS Tatjana Dzaleva, Spire Lazaroski HIGH-GROWTH VENTURES: ESSENTIAL COMPETENCES FOR LONG-TERM SUSTAINABILITY Tina Kociper, Jaka Vadnjal UTICAJ KOMUNIKACIJE NA ODRŽIVI PRIVREDNI RAZVOJ Vesna Baltezarević, Jane Paunković, Srđan Žikić, Radoslav Baltezarević PORESKI RAJ – SAVREMENI TREND U MEĐUNARODNOM POSLOVANJU Silvana Ilić, Vesna Pašić MLRA vs ANNs Predrag Đorđević, Ivan Mihajlović, Živan Živković PRIMENA TERMOVIZIJE PRI MERENJU ENERGETSKE EFIKASNOSTI U GRAĐEVINARSTVU Zvonko Damnjanović, Nada Štrbac, Ivan Mihajlović i Goran Stojanović SRPSKI MENADŽMENT U ZAGRLJAJU TRANZICIJE Radmilo Nikolić, Vidoje Stefanović MODULARNI DIZAJN NA PRIMERU KABLOVSKE INDUSTRIJE Dragoslav Nikolić, Milan Stamatović, Radovan Vladisavljević 666 678 684 692 700 709 721 730 738 747 749 755 764 772 780 787 MERENJE UTICAJA UPRAVLJANJA ZNANJEM NA PERFORMANSE PREDUZEĆA Milan Stamatović, Dragoslav Nikolić, Radovan Vladisavljević SISTEM UPRAVLJANJA POSLOVNIM PROCESIMA U OSIGURANJU Vojislav Milićević LEVERIDŽ I KREDITNI REJTING PREDUZEĆA Kuč Vukašin, Vuksanović Iva KLJUČNI NIVOI EKONOMSKE PROCENE ENERGETSKIH PROJEKATA Željko Marković, PRIMENA FUZZY EKSPERTNIH SISTEMA U ANALIZI I PREDVIĐANJU OKRUŽENJA Zoran Lazić, NOVI PRISTUP MENADŽMENTU I EDUKACIJA NOVIH GENERACIJA KAO ŠANSA ZA RAZVOJ PORODIČNOG BIZNISA U SRBIJI Zvezdan Đurić EKONOMIKA OBRAZOVANJA I FINANSIRANJE Olivera Baić UPRAVLJANJE INOVACIJAMA U MARKETINGU Dejan Riznić1, Momčilo Manić2, Tamara Rajić1 UTICAJNI FAKTORI SATISFAKCIJE ZAPOSLENIH I POTROŠAČA Isidora Đurić, Tamara Rajić STAFFING ASPECTS OF SUPPORT SYSTEMS WITHIN SERVICE TRIANGLE MODEL Anton Nedyalkov CHANGE- ENABLING STRUCTURE AND CULTURE Aleksandra Jancikova UPRAVLJANJE GRANIČNIM TROŠKOVIMA R. Nikolić, A. Fedajev, D. Riznić METODOLOGIJA PROCENE STANJA IKT SISTEMA LINK KOJI OBEDINUJE TEORIJU DIGITALNIH BIZNIS EKOSISTEMA I PRAKSU E-BIZNIS TRANSFORMACIJE MALIH I SREDNIH KOMPANIJA Ramona Markoska, Tome Jolevski EVALUACIJA IMISIJA I KVALITETA VAZDUHA U BORU Ivana Ilić, Dragana Živković, Dejan Bogdanović DRUŠTVENO-EKONOMSKI ASPEKTI EKOLOŠKE RACIONALNOSTI Dejan Riznić, M. Vuković, A. Vuković 788 789 794 806 815 829 840 864 877 894 906 913 914 928 939 INTERNI MARKETING – MERENJE PERFORMANSI KLJUČNIH DIMENZIJA Nenad Milijić, Dejan Riznić, Boško Vojnović INFORMACIONI SERVISI MREŽE ELEKTRONSKIH KODOVA PROIZVODA Milorad K.Banjanin, Slađana Ilić, Tijana Gavrić-Mičić ZNAČAJ PROIZVODNJE I PRIMENE SIGURNE I EKOLOŠKI PRIHVATLJIVE AMBALAŽE Nada Štrbac, Ivan Mihajlović i Milovan Vuković UPRAVLJANJE KOMUNIKACIONOM APREHENZIJOM ISTRAŽIVAČA U SITUACIONIM KONTEKSTIMA Milorad K. Banjanin, RAZVOJ MODELA ZA PROCENU DISTRIBUCIJE I KONCENTRACIJE SO2 GASA U OKOLINI TOPIONICE BAKRA Djordje Nikolić, Milica Arsić, Ivan Mihajlović, Živan Živković ANALIZA UTICAJA METEOROLOŠKIH PARAMETARA I ZAGAĐUJUĆIH MATERIJA NA PROCENU TROPOSFERSKOG OZONA U URBANOJ SREDINI Djordje Nikolić, Milica Arsić, Živan Živković MAKROEKONOMSKA POLITIKA U USLOVIMA INFLACIJE I NEZAPOSLENOSTI Aleksandra Fedajev, Radmilo Nikolić PRIMENA DEA PRISTUPA U MENADŽMENTU AVIO KOMPANIJA: SLUČAJ SRPSKE AVIO KOMPANIJE JAT AIRWAYS Dragana Đurić, Predrag Ralević, Snežana Pejčić Tarle, Dejan Đurić MARKETING STRATEGIJA NA VIRTUELNIM TRŽIŠTIMA Ljiljana Stošić Mihajlović BRAINSTORMING KAO METOD ZA UNAPREĐENJE ZAŠTITE ŽIVOTNE SREDINE Slavko Mandić, Sonja Gogin STUDENTSKI SIMPOZIJUM O STRATEGIJSKOM MENADŽMETU STRATEŠKO UPRAVLJANJE VIRTUALNIM PREDUZEĆEM Marija Ilić, Dragana Milovanović, Irena Nedelkov, Marija Vasić, Ana Ernek STRATEGIJA RAZVOJA VIRTUELNOG PREDUZEĆA ZA PROIZVODNJU NAMEŠTAJA OD DRVETA Marija Savović, Ana Ivić, Dejan Vasov, Marijan Knežica, Jelena Kostić ZNAJU LI KUPCI NAŠE PROIZVODE” Milan Stojanović 948 966 976 984 995 1009 1021 1034 1035 1036 1048 1049 1050 PROBLEM POVERENJA U VIRTUELNIM TIMOVIMA KROZ RAZLIČITE ASPEKTE Nevena Vrcelj, Nikolina Vrcelj KNOWLEDGE FOR CUSTOMER SATISFACTION AS A BASE FOR STRATEGIC MANAGEMENT Alavantija Marina STRATEGIJA RAZVOJA I UTICAJ LJUDSKIH RESURSA NA MENADŽMENT NEKRETNINA Kostić Dimitrije, Matijević Srećko,Radović Miroslav ULOGA BIZNIS PLANA U REALIZACIJI PREDUZETNIČKE IDEJE Senadin Plojović 1062 1074 1085 1097 Majska konferencija o strategijskom menadžmentu, 30 maj - 01 jun 2010, Kladovo, Srbija MAJSKA KONFERENCIJ A O STRATEGIJSKOM MENADŽMENTU 4 Majska konferencija o strategijskom menadžmentu, 30 maj - 01 jun 2010, Kladovo, Srbija Clark, A.E, (1997), Job satisfaction and gender: Why are women so happy at work?, Labour Economics 4, pp. 341-372 Clark, A.E., Oswald, A.J., (1994), Unhappines and unemployment, Economic Journal 104, pp. 648659 Forgionne, G.A., Peeters, V.E. (1982), Differences in job motivation and satisfaction among female and male managers, Human Relations 35, pp. 101-18. Goh, C.T., Koh, H.C. and Low, C.K. (1991), Gender effects on the job satisfaction of accountants in Singapore, Work and Stress 5(4), pp. 341-348. Ho, R.(2006). Handbook of Univariate an Multivariate DataAnalysis and Interpretation with SPSS, CRC Press, Boca Raton, New York Hulin, C., Smith, P. (1964), Sex differences in job satisfaction, Journal of Applied Psychology 48, pp. 88-92 Idson, T. L. (1990). Establishment size, job satisfaction and the structure of work. Applied Economics, 22, pp.1007–1018. Mason, S.E. (1995), Gender differences in job satisfaction, The Journal of Social Psychology 153 (2), pp. 143-51. Meng, R. (1990). The relationship between unions and job satisfaction. Applied Economics, 22, pp.1635–1648.A Mottaz, C. (1986), Gender differences in work satisfaction, work-related rewards and values and the determinants of work satisfaction, Human Relations 39, pp. 359-78. Murray, M.A., Atkinson, T. (1981), Gender differences in correlates of job satisfaction, Oshagbemi, T, (2003), Personal correlates of job satisfaction: empirical evidence from UK universities. International Journal of Social Economics 30(12),pp.1210-1231. Quinn, R. P., Staines, G.L., McCullough, M.R., (1974). Job Satisfaction: Is There a Trend? Manpower Research Monograph No. 30. U.S. Department of Labor. Washington: Government Printing Office. Shapiro, J., Stern, L. (1975), Job satisfaction: male and female, professional and non professional workers, Personnel Journal 54, pp. 388-9. Sloane, P., Williams, H. (1996), Are `overpaid'workers really unhappy? A test of the theory of cognitive dissonance, Labour 10 (1), pp. 3-15. Ward, M., Sloane, P. (1998), Job satisfaction: the case of the Scottish academic profession, University of Aberdeen, mimeo. Weaver, C.N. (1974), Correlates of job satisfaction: some evidence from the national surveys, Academy of Management Journal 17, pp. 373-375. Wright, J.D., Hamilton, R.F., (1978), Work Satisfaction and Age: Some Evidence for the `Job Change' Hypothesis, Social Forces, 56(4), pp. 1140-1158 Clark, A.E., Oswald, A.J., 1994. Unhappiness and unemploymentEconomiJournal104, 648659.ndrew E. C Clark MANAGING THE OUTSOURCING ACTIVITIES IN BALKAN ECONOMIES Spire Lazaroski, Tatjana Dzaleva Faculty of Economics – Prilep, University “St. Kliment Ohridski” – Bitola, Republic of Macedonia Abstract: Sustainable economic development for Balkan economies can be achieved by implementing new management techniques, sophisticated business operations, stabile macroeconomic environment and regional political stability. This paper is exploring outsourcing business activities in Macedonia, Serbia, Albania, Bulgaria and Greece comparing their capabilities to import and manage new business practices. The theoretical framework for outsourcing activities 631 Majska konferencija o strategijskom menadžmentu, 30 maj - 01 jun 2010, Kladovo, Srbija has recognized positive macroeconomic impact from this economic practice into economies that had liberalized their market economies and realized new business practices. The practice of outsourcing should be understood as a new form of competition facilitated by technological innovations, information technology, Internet and new management practice. Empirically, this paper will research global economic benefits and costs of outsourcing, for each of these economies separately, thus providing abilities to compare Balkan economies from absorptive capacity point of view. The main effect is to improve economic welfare by introducing and realizing new business practices and new management techniques in the Balkans region. Keywords: outsourcing, management, economic costs and benefits, Balkan region. Introduction The global economic processes are promoting new macroeconomic ambient in which transnational corporations are realizing their business activities. Nowadays, every economy is opened for multinational companies and their activities. Transnational corporations driven by market efficiency, cost efficiency and technological efficiency are promoting new business practices like outsourcing, strategic alliances, turnkey solutions etc. The new theoretical framework, recognize positive macroeconomic impact from this kind of new business solutions over the home country economy also over the host country economy. This paper is exploring the process outsourcing, the key management techniques which are implemented into process of outsourcing and the global position of Balkan economies into the world economy. If some fundamental assumptions are achieved, the national economies can benefit greatly over the presents of TNC and their subsidiaries into their economies. Every economy, tend to promote sustainable macroeconomic environment for attracting TNC and their business activities. The process of internationalization represents dispersing business activities in more than a two countries. This process covers export and import activities, franchise and license arrangements, loan works, joint ventures, turnkey solutions, foreign direct investments, outsourcing activities etc. The famous UPPSALA model considers internationalization as a slow and incremental process whereby internationalizing firms pass through four distinctive stages, each level reflecting some higher involvement in the foreign country: · no regular export-import activities, · export via independent representatives (agents), · sales subsidiary and · production / manufacturing (1). This Swedish model can be complemented with new business solutions like outsourcing. Reputable dictionary Britannica is defining outsourcing as work arrangement made by an employer who hires an outside contractor to perform work that could be done by company personnel(2), or outsourcing is a process of transferring business operations to extern provider who has knowledge, resources and personnel for realizing the determined activities. Outsourcing can be defined as “the strategic use of outside resources to perform activities traditionally handled by internal staff and resources” (3) Evolution of outsourcing The model for erasing competitive advantages of companies for most of the 20th century was a large integrated and self sufficient company that can own, manage and control its assets. In the 1960s and 1970s companies where trying to compete globally, that means that they need to exceed the situation where they were handicapped by a lack of agility that was direct result of rigid management structures, so they increased theirs flexibility and creativity by developing new 632 Majska konferencija o strategijskom menadžmentu, 30 maj - 01 jun 2010, Kladovo, Srbija strategy of focusing on core activities in the company and outsource the other functions to company providers. In the process of outsourcing, the company provider, are chosen by their capacities, knowledge and vision. In order to achieve greater strategic flexibility the companies tend to cooperate on outsourcing bases with the companies who can rise up their solutions, capacities and techniques. The following picture is presenting the day to day functions that are subject of outsourcing. VIRTUAL COMPANIES PERCEIVED PROXIMITY TO “CORE” PRODUCT DEVELOPMENT FINANCE FUNCTIONS MANUFACTURING LYBRARY MARKETING INFORMATION SYSTEMS DISTRIBUCION PHOTOCOPYING Source: ArthurTRANSPORTATION Andersen, EIU (1995) SECURITY MESSENGERS CATERING CLEANING VERTICALLY/HORIZONT ALLY INTEGRATED COMPANIES TIME Picture 1: The evolution of outsourcing(4) As shown in picture 1, the outsourcing process begins with the external sub-contracting of simple activities for which there are many suppliers, such as, security and building maintenance. Later, sub-contracting can be done of more strategic activities which require a closer relationship with the supplier, such as, logistics, distribution, marketing and even product design. In the end, final is the concept of creating the virtual corporation where the firm offering the product to the customer is perceived as a single highly-integrated company, when in reality it is an organization formed by multiple companies involved in the production of specific goods or services. Each of the companies focuses on its core competence and takes part in some of the necessary phases to produce a final product which meets the needs of the customer. Thus, maximum efficiency is achieved as each task in the chain of value is carried out by a specialist in that area. The main effect of outsourcing is to provide company and national economy with several advantages like: · focus on the core activities, · cost and efficiency savings, · reduce overhead costs, · operational control, · stuffing flexibility, · continuity and risk management, · development an internal stuff.(5) 633 Majska konferencija o strategijskom menadžmentu, 30 maj - 01 jun 2010, Kladovo, Srbija This means that outsourcing is strategy applicable for company in order to: save money, diversification of risk, minimizing adverse effects of extern fluctuations and develop the internal personal for the company. However outsourcing has several disadvantages, barriers and risks like: · Market situation – in the real world, outsourcing frequently fails to deliver its promises. · structural risk : o outsourcing often generate fundamental risk and concern that cannot fully mitigated, o companies are concerned about intellectual property and confidentiality risk, loss of intellectual knowledge, and loss of control over outsource functions. o Outsourcing reduces an organization responsiveness to market change. · Costs – outsourcing is popular cost saving strategy, especially during recession economic environment but outsourcing often does not deliver this advantage to the main company.(6) Process of outsourcing Decision for outsourcing the business activities normally is undertaken on the strategic level, and usually requires full support from other levels of management. When decision to outsource the business activities is made there are several activities what have to be done to realize the procedure for business diversification. Namely, the theoretician of U.S institutional economic approach and theoretician in the field of organizational sociology and management have dealt with the procedure of outsourcing. For example, Lever (1997) has observed process outsourcing through four phases: initialization, negotiation, evaluation and transition. Consequently, Zhu (2001) also, the process of outsourcing has described through four stages, namely: planning, development, implementation and survival. These stages in the model are important for basic knowledge of the steps in the process of outsourcing.(7) That process is presented in the next picture. Planning Development Implementation Survivor Picture 2: The process of outsourcing The influential study of Richard Gamble, process of outsourcing is observing across several stages, corresponding to applied aspects of the process. Namely, according to Gamble (2003), outsourcing process goes through the following six stages: · Gain control and evaluation opportunities · Designing the (RFP) – request of proposal · Evaluate the proposal · Negotiate the contract · The Handoff · Survivor (keeping it going). 634 Majska konferencija o strategijskom menadžmentu, 30 maj - 01 jun 2010, Kladovo, Srbija Characteristics of the economic and institutional environment of countries recipient of outsourcing activities The process of outsourcing can be realized in the national economy, where home company is provider of business services for the company receiver, but, it can be realized on international level where the core company is in one country let say U.S. and company provider is in another country let say Serbia. There are several benefits for both companies and countries, but in order to achieve greater specialization we will focus on the benefits for the country recipient and company provider of outsourcing activities. If some key assumptions are accepted, positive macroeconomic impact can be felt as: rise of GNI, reducing unemployment rate, gaining technological expertise from TNC, transfer of technology, know how, reducing deficit in balance of payments, promoting export, wage growth, gaining more sophisticated jobs and achieving specialization. The company provider of services can also achieve positive benefits like: economy of scale, increase the employment in the company, technological expertise from company recipient of services, cooperation with brands and etc. In order to promote this kind of new business activities the countries need to focus on improvement the economical and institutional environment. To evaluate the economic and institutional environment in which the companies realized outsourcing work, we will consider two quantitative indicator that predict the future dynamics of outsourcing activities on the basis of benefits arising from the political, economic and institutional structure of the countries in which this kind of activities are applied. The first quantitative indicator is the global outsourcing index (GOI - global outsourcing index), which, basically, is an indicator of competitiveness in the 20 countries worldwide - the top outsourcing destinations in the world, and the second is a quantitative indicator of future outsourcing index (FOI - future outsourcing index), which aims to give an opinion on the future competitiveness in a period of 10 years to 30 national economies in the world leaders in the field of outsourcing – enabled. The first quantitative indicator, GOI – global outsourcing index is ranging 20 countries according to its competitiveness as an outsourcing destination. The index comprises three main factors: · Cost: Few companies would outsource at all if doing so didn’t save them money. The cost factor, which includes compensation and wages, infrastructure cost, and tax and regulatory costs, makes up to 30 % of the GOI. · Risk: Every country possesses its own strong, week, opportunity and threats. The overall risk ratings makes up to 54 % of GOI. It includes geopolitical risk 10 %, human capital risk 10 %, IT competencies 10%, economic risk 6 %, legal risk 6%, cultural risk 6%, and IT infrastructure risk 6 %. · Market opportunities ratings: makes up to 16 % of GOI.(8) Position 1 2 3 4 5 6 7 8 9 10 Country (2015) FOI China India USA Brazil Russia Ukraine Romania Belarus Philippines Canada Country (2005) GOI India China Costa Rica Czech Rep Hungary Canada Latvia Russia Chile Romania 635 Majska konferencija o strategijskom menadžmentu, 30 maj - 01 jun 2010, Kladovo, Srbija Ireland Ireland 11 Malaysia Singapore 12 Armenia Philippine 13 14 Chile Poland South Africa Armenia 15 Thailand Brazil 16 Vietnam Ukraine 17 Moldova Israel 18 Mexico Mexico 19 Poland South Africa 20 Bulgaria 21 Israel 22 23 Pakistan Kazakhstan 24 Albania 25 Hungary 26 Czech Rep 27 Latvia 28 Singapore 29 Costa Rica 30 Table 1: Global ranking the countries according to possibilities for outsourcing the business activities The second table presents top 50 outsourcing country destinations ranged by Global service location index 2009 (GSLI). Namely, GSLI is ranking the most attractive offshore destinations in the world. 1.India (GSLI 2007 – 1) 6.Egypt (13) 11.Mexico (10) 16.SriLana (29) 21.Lithuania (28) 26.Senegal (39) 2.China (2) 7.Philippines (8) 8.Chile (7) 12. Brazil (5) 17.Tunisia (26) 18.Estonia (15) 19.Romania (33) 22.Latvia (17) 23.Costa Rica (34) 24.Jamaica (32) 20.Pakistan (30) 25.Mauritius (25) 27.Argentina (23) 28. Canada (35) 29.United Arab Emirates (20) 30.Morocco (36) 3.Malyasia (3) 4.Thailand (4) 5.Indonesia (6) 9.Jordan (14) 10. Vietnam (19) 13.Bulgara (9) 14. United States (Tier II)* (21) 6. Ghana (27) 31.United Kingdom (Tier II)* (42) 32.Czech Republic (16) 33.Russia (37) 34.Germany (Tier II)* (40) 36.Uruguay (22) 41.France (Tier II)* (48) 46.New Zealand (44) 37.Hungary (24) 38. Poland (18) 39. South Africa (31) 42.Ukraine (47) 43.Panama (41) 44.Turkey (49) 47.Australia (45) 48.Ireland (50) 49.Israel (38) 35.Singapore (11) 40.Slovakia (12) 45. Spain (43) 50.Portugal (46) table2. Top 50 outsourcing destinations in world according to A.T. Kearney Study(9) The following table, represent a real picture for the most attractive outsourcing destinations in the world. From the information present in the tables we can recognize only two countries form Balkans, top outsource destination in the world. Namely, only Bulgaria and Romania has positive political, economical and institutional environment for attracting outsourcing business activities. Central/Eastern Europe is falling off the radar while Southeast Asia and Middle East countries are gaining popularity. The Balkans region is presented by participation of two or maybe three countries which has significant characteristics over the other economies in the presented region. The following table presents some economic characteristics of the countries in this region so we can assume what are the biggest problems for non attractiveness of our region. Therefore, Balkans region has some problems that need to resolve in order to promote new business activities like outsourcing. 636 Majska konferencija o strategijskom menadžmentu, 30 maj - 01 jun 2010, Kladovo, Srbija Country Population Education expenditures Albania 3.659.616 2.9% Greece 10.749.943 4.4% Macedonia 2.072.086 3.5% Serbia 7.344.847 NA Bulgaria 7.148.785 4.5% Romania 22.181.287 3.5% Participation in world organization NATO, IMF, WB,WTO etc. EU. NATO IMF, WB, WTO etc. IMF,WB WTO etc. WTOobserver, IMF, WB etc. EU, NATO, WB, IMF, WTO EU, NATO, IMF, WB,WTO etc. GDP – per capita 6.300$ GDP – real growth rate 3.7% Unemployment Internet users 12% 471.000 32.100$ -2% 9% 4.253 mill 9.000$ -1.5% 31.7% 847.900 10.400$ -3% 16.6% 2.936 mill 12.600$ -4.9% 9.1% 2.647 mill 11.500$ -7.2% 7.6% 6.132 mill Table 3.Economic characteristics from several Balkans economies.(10) The first three countries that represent attractive outsourcing destinations such as Bulgaria, Romania and Albania are characterized by a stable political situation which was supported by cooperation with prominent international organizations such as NATO and especially the European Union. This means that the risk of political and military institutional nature is minimized and favorable for attracting foreign investors and their business activities. Unlike Romania, Bulgaria and Albania other countries in the region, Macedonia, Serbia and Greece were faced with military activities and political turmoil that adversely affect the stability of the entire region In terms of economic stability in the region, all countries face the negative consequences of global economic recession which caused a decline in investment activity, high unemployment rate and decrease the rate of growth. From that perspective, the region now faces the difficulty out of economic recession. Additionally, this problem has increased because of increasing global economic instability and political turmoil in the most developed country in this region, Greece. In the area of education from the table above can be seen that the region stands a very small percentage, from 3 to 5 of its GDP on educational nature. Hence, the necessary change in this area in order to increase the level of education in the region. Given that outsourcing activities are carried out in the field of business services, call centers and information technology is necessary to increase the level of information knowledge. Throughout the region, only Bulgaria and Romania are up to date with world trends in the IT field that makes these countries suitable outsourcing destinations in the world. From the cost perspective point of view, all the countries except Greece are characterized with low cost for doing business activities. This conclusion is derived from following features: low wages for the workers, stable rate of inflation, fixed exchange rate, low rate of value added tax (example for Macedonia its 10 %), tax exemptions and concessions, low costs for raw materials, protecting investor capital, trading across borders, starting a business etc. The last, doing business 2010 report is ranking Macedonia on 32 place, Bulgaria – 44, Albania – 82, Serbia – 88, Greece – 109, Romania – 55, for the opportunities to do business in Balkans. However, from the market absorptive capacity point of view the all Balkans region has a little significance. With population about 53 millions and low per capita GDP the region is not suitable solution for realizing business activities comparing to the other regions like Asia or Latin America. 637 Majska konferencija o strategijskom menadžmentu, 30 maj - 01 jun 2010, Kladovo, Srbija Conclusion In order to promote new business activities the Balkan region need to work on improvement legal, economic and political system. Although, all of the countries that are subject to this paper are democratic capitalistic economies, they all have or had some problems in their past for creating suitable macroeconomic environment for doing business. This paper, offers important observations about the most important problems that discourage foreign subcontractors to cooperate with home providers of outsourcing activities. In order to overcome these problems is necessary to make certain changes like: · To improve political, economic and security situation in the region, thereby to reduce economic and geopolitical risk. · To improve education, especially in the field of informational technology · To improve the capacity of the countries for conducting business activities · Increasing market capacity in the Balkans region, etc. The previously mentioned do not exhaust all the problems immanent to countries in the Balkans region, but, creates broad enough framework for covering and overcoming problems and issues characteristic for understudied countries. References: 1. Baldegger, Riko, “ Тhe internationalization Behavior of Mature Firms: A Case Study of Born-again Global Firms“, University of Applied Sciences Western Switzerland, School of Business Administration, Fribourg, 2007, p. 3-4 2. http://www.britannica.com/EBchecked/topic/1016357/outsourcing 3. Handfield, Rob,“ A Brief History of http://scm.ncsu.edu/public/facts/facs060531.html Outsourcing“, SCRC, 5/31/06 4. Fernando Casani Fernández-Navarrete, MaÁngeles Luque de la Torre, Jesús Rodríguez Pomeda, Pilar Soria Lambán, “New trends in organizational flexibility: Outsourcing”, Universidad Autonoma De Madrid, Madrid, April, 1996, p. 2-3 5. Bucki, James,“Outsourcing Advantages: A Back-Office Operations Illustration“ http://operationstech.about.com/od/officestaffingandmanagem/a/OutSrcAdvantg.htm 6. “Calling a Change in the Outsourcing Market, The realities for the world’s largest organizations”, Delloitte consulting, Audit, Tax, Consulting, Financial Advisory, April 2005, p. 6 – 24. 7. Marshall, Donna, Lamming, Richard, Fynes, Brian and De Burca, Sean, “ The development of an outsourcing process model”, International Journal of logistics : Research and applications, Vol.8, No. 4, December 2005, p. 347 – 359 8. “Global outsourcing report”, Minevich, Mark and Jurgen Richter, Frank ,Going Global Ventures INC, march 2005 p .3 – 48 9. Geography of Offshoring is Shifting, According to A.T. Kearney Study, available at http://www.atkearney.com/index.php/News-media/geography-of-offshoring-is-shifting.html 638 Majska konferencija o strategijskom menadžmentu, 30 maj - 01 jun 2010, Kladovo, Srbija 10. The table is based on a data collected by CIA world factbook, available at https://www.cia.gov/library/publications/the-world-factbook/ KORPORATIVNA DRUŠTVENA ODGOVORNOST KAO ELEMENAT POSLOVNE IZVRSNOSTI U FUNKCIJI ODRŽIVOG RAZVOJA Sonja Gogin , Džejn Paunković Fakultet za menadžment Zaječar Izvod: Uspešnost poslovnog subjekta u savremenoj privredi je u značajnoj meri povezan sa ugrađenim konceptom kvaliteta koje omogućava ostvarivanje konkurentske prednosti, a kao veoma važan izvor poslovne izvrsnosti se javlja i korporativna društvena odgovornost preduzeća. U globalnom okruženju su uspešnija ona preduzeća koja shvate značaj ukupne odgovornosti jer savremena poslovna filozofija podrazumeva da organizacija mora biti odgovorna za svoje akcije i postupke i to prema svim akterima u okruženju. Sve veće interesovanje opšteg okruženja za poslovanje kompanija, kao i uticaj klimatskih promena na životnu sredinu, podstakli su kompanije da ozbiljnije razmisle o svojoj odgovornosti prema različitim stejkholderima. Održivi razvoj predstavlja ideju razvoja koji zadovoljava sadašnje potrebe, ali koji uzima u obzir i potrebe budućih generacija. Korporativna društvena odgovornost preduzeća znači da se održivi biznis može postići samo ukoliko su poštovani i primenjeni socijalni i ekološki aspekti u svim delovima biznis aktivnosti. Ključne reči: Korporativna društvena odgovornost, poslovna izvrsnost, održivi razvoj Abstract: The success of a business entity in contemporary economy is significantly associated with an integrated concept of quality that allows the realization of competitive advantage and corporate social responsibility of companies occurs as an important source of business excellence. Those companies that understand the importance of overall responsibility are more successful in the global environment because the contemporary philosophy means that the organization must be responsible for its actions and procedures to all subjects in the enviroment. Increasing the ever interest in the business of companies, as well as the impact the climate has on the environment, encourages companies to seriously consider their responsibilities toward different stakeholders. The sustainable development is the development that meets the idea of the current needs, but which takes into account the needs of the future generations. The corporate social responsibility of companies means that sustainable business can be achieved only if social and environmental aspects in all areas of business activities are respected and applied. Keywords: Corporate Social Responsibility, Business Excellence, Sustainable Development 1. UVOD Nakon dugogodišnjeg pominjanja u naučnoj i poslovnoj terminologiji, koncept korporativne društvene odgovornosti sve više dobija na značaju. U vreme kada svet potresa globalna finansijska i ekonomska kriza koja je prvenstveno uzrokovana ljudskom pohlepom za nerealnim prinosima u finansijskoj industriji, a čije ćemo posledice svi otplaćivati ko zna koliko dugo vremena - tema korporativne društvene odgovornosti je aktualnija nego ikada. Generalno je poljuljano poverenje javnosti u funkcionisanje celokupnih ekonomskih sastava, pa stoga vodeće svetske firme sve više integrišu komponentu društvene odgovornosti u sastavni deo svih svojih poslovnih praksa i aktivnosti, kako bi time jasno demonstrirali zajednicama u kojima deluju da njihova svrha postojanja nije samo ostvarenje većih profita i rast tržišne kapitalizacije. Ono što je posebno 639
